Nashville MTA Board Meeting

WeGo Central

400 Dr. Martin L. King Jr. Blvd. | Nashville, TN 37219

May 23, 2019 | 3:00 p.m.

Board Members: Gail Carr Williams, Chair

Janet Miller, Vice Chair Glenn Farner Hannah Paramore Breen Walter Searcy

1. Call to Order

2. Approval of April 25, 2019 Minutes

3. Public Comments*

4. Operations & Finance Committee – Walter Searcy, Chair

5. New Initiatives & Community Engagement Committee – Janet Miller, Chair

6. Chair’s Report

7. Chief Executive Officer’s Report

8. Other Business

9. Adjourn

* Please keep all public comments to the Board within three minutes. Thank you *

Authorization to Take a Series of Fare Increase and Service Reduction/AdjustmentProposals to Public Hearing Prior to Final Consideration by the MTA Board

M-A-19-015 Pg. 7

NASHVILLE METROPOLITAN TRANSIT AUTHORITY Board of Directors Meeting

April 25, 2019

I. Call to Order: The regular meeting of the Nashville Metropolitan Transit Authority

(Nashville MTA) Board of Directors was held at Bradley L. Barrett Training at the Tennessee

Bankers Association, Nashville, TN 37228 on Thursday, April 25, 2019

Present: Gail Carr Williams, Chair; Hannah Paramore Breen, Member; Glenn Farner,

Member; Walter Searcy, Member; Secretary Margaret Behm; and Chief Executive Officer

Stephen G. Bland.

Absent: Janet Miller, Vice Chair

A quorum was established, and Chair Williams called the meeting to order at 3:12 p.m.

II. Approval of Minutes: Minutes of the March 28, 2019 board meeting were approved.

III. Public Comments: Chair Williams opened the floor for public comments. The public was

reminded that comments were limited to three minutes. The following members of the public

addressed the Board with these comments:

Darius Knight

Mr. Knight reported the following:

A plan was in place 10 years ago before the nMotion plan, and we still haven’t seen

anything. He’s taken the initiative over the past eight to nine months and shared it

with staff of what needs to be done as it relates to routes that need to be combined

to save money and still nothing.

The Better Bus program should have been ready prior to routes being cut.

There are Council members that remember these same conversations that took

place in 2006, and if routes are cut, the Council is going to look at WeGo Public

Transit and say, “you keep asking for funding, but we haven’t seen progress.”

WeGo should look at its route data to help.

Route 29 should have never been eliminated; Route 60 and 61 need to be

eliminated because nobody is riding those buses.

WeGo should stop wasting millions of dollars buying buses that are worthless.

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James Bull

Mr. Bull reported the following:

Dunkin’ Donuts is as good as it gets.

5307 Capital expenditures – He sent an email to the junior senator of Tennessee

who is on the Transportation Committee to see if the funding can be expedited.

Richard Forberg

Mr. Forberg reported the following:

This meeting has been very depressing because a year ago we heard of a big bold

plan from the Mayor, but it was the wrong big bold plan that people can’t get

excited about.

We need a new plan to reduce congestion using the transit system; that’s what the

voters are going to care about. We need to grow the transit system to at least 25%

of the daily commuters.

We need a new bold plan; where is it going to come from? The Mayor, Metro

Council? The WeGo Public Transit Board can play a huge part in this bold plan,

but so far he isn’t seeing any progress. We don’t have 25 years to roll this new plan

out. We need a road base plan/transportation plan.

He’d be happy to work with Mr. Darius Knight and others to get this new plan

rolling.

Ms. Jackie Simms

Ms. Jackie Simms reported the following:

Ms. Simms stated that a road base plan is our best solution. She doesn’t feel like

rail is a good fit for Nashville. She stated that she grew up in Philadelphia where

there were all kinds of transportation, so she’s a huge supporter of the public

transportation, but we have real problems that we need to address now.

She thinks that we need a more ideal situation to help with congestion because

Nashville is growing and growing fast. She suggested that we think about whom

else needs to come to the table to help with moving public transit forward.

There were no other public comments at this time.

IV. Operations & Finance Committee Report: Committee Chair Searcy reported the

following:

a. FY2020 State EasyRide Contract Renwal (M-A-19-0-13): In 2006, the Nashville

MTA and the State of Tennessee began a program for their employees in which the

State would pay the work commute transportation cost for all their employees who

utilize public transportation. While we have seen some decline in ridership over the

past two years, the program continues to work well in helping the State with their

employee parking issues and supplying Nashville MTA and the Regional

Transportation Authority of Middle Tennessee (RTA) with fairly consistent ridership.

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The current $1.75 million contract managed by the Tennessee Department of

Transportation (TDOT) is scheduled to expire June 30, 2019.

The Operations & Finance Committee recommended to the Board their approval for

the Nashville MTA to enter into a contract with TDOT for the EasyRide program at

$2.50 per ride and $3.40 for AccessRide with a contract amount of $1.75 million and a

contract term of July 1, 2019 through June 30, 2020.

There was no discussion, and the vote of approval was unanimous.

b. WeGo Third-Party Lease Extension (M-A-19-014): In March 2009, Nashville

MTA entered into a 10-year occupancy lease arrangement with Tennessee Business

Enterprises (TBE), in the Division of Rehabilitative Services in the Tennessee

Department of Human Services allowing Sweet Liberty, LLC (Sweet Liberty), a

franchise operator of Dunkin’ Donuts, who has a contracting agreement with TBE, to

utilize space on the 5th Avenue level of WeGo Central to operate a Dunkin’ Donuts

store. A blind vendor operating under license through TBE was also included in the

lease arrangement. The original lease was for 10years and two five-year options with

Nashville MTA receiving 5% of Dunkin’ Donuts monthly gross sales as a form of

lease payment. Sweet Liberty and TBE have requested that the two option periods be

combined into one 10-year extension to the lease. With the 10-year extension, Sweet

Liberty plans to invest approximately $150,000 in upgrades to equipment and

renovations.

We have had a very good working relationship with Dunkin’ Donuts, and they have

been a positive benefit for our customers that pass through WeGo Central on a daily

basis. The lease generated approximately $42,000 in lease revenues for last calendar

year and with their willingness to invest in and upgrade their lease space, we feel it is

appropriate to extend the lease an additional 10 years.

The Operations & Finance Committee recommended to the Board to renew and extend

the lease with TBE, Sweet Liberty, LLC, and the blind vendor for the WeGo Central

5th Avenue retail space for a period of 10 years. The extended lease term would be

effective May 1, 2019 and would expire April 30, 2029. However, the 10-year

extension is subject to the completion of substantial improvements to the premises in

the approximate amount of $150,000 ("improvements") with the intent to maintain and

increase sales. If said improvements are not made within a reasonable time, not to

exceed one year, then the extended lease term will be for two, five-year terms as

currently provided in the lease. Nashville MTA would continue to receive a lease

payment equivalent to 5% of Dunkin’ Donuts gross monthly sales for the life of the

lease.

There was no discussion, and the vote of approval was unanimous.

V. New Initiatives and Community Engagement Committee Report: In the absence of

Vice Chair Miller, Glen Farner reported the following:

a. Oasis Center WeGo Youth Action Team Overview (NICE-D-19-006): WeGo

Public Transit has partnered with the Oasis Center since 2013 to engage high school

students in representing student riders and facilitating outreach with schools. Students

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are lead under the supervision of Karissa Deiter, the Oasis Center Youth Action Team

(YAT) Program Coordinator. WeGo Public Transit Community Outreach and

Engagement Specialist Miriam Leibowitz facilitates program activities between the

Oasis Center and WeGo.

YAT is a group of eight high school students who represent Hume-Fogg Academic

High School, Martin Luther King, Jr. Magnet High School, East Nashville Magnet

High School, Pearl-Cohn Entertainment Magnet High School, and John Overton High

School. The team presented a PowerPoint presentation that gave a summary of the

Opportunity Now Transit trainings, youth transit surveys, community outreach, and

what YOUth stood for. Their presentation concluded with a presentation slide that

summed up what they believe would make our city bus system better for teens:

Loud and/or intoxicated riders removed from the bus;

Safety Improvements (i.e. Security Guards);

Ability to use StrIDe when we lose our student ID’s;

Buses that stop directly in front of high schools.

b. nMotion Status Report (NICE-D-19-007): Since the nMotion plan adoption, the

agency has been strategically working on incremental improvements to help advance

its strategies within the existing resources. To that end, staff has developed a status

report to update the Board and the public on progress made toward implementing the

plan. Director of Planning and Grants Felix Castrodad presented an overview of the

status report at the meeting.

c. COA/Better Bus Next Steps (NICE-D-19-008): Following direction from the Board

at the October meeting, staff has continued work on data collection and public and

stakeholder partnership development to obtain meaningful engagement and to define a

balanced recommendation for the bus network changes. Senior Transit Planner Justin

Cole and Director of Planning and Grants Felix Castrodad presented the next steps for

the engagement process to the New Initiatives and Community Engagement

Committee

d. WeGo Budget Discussion Update (NICE-D-19-009): Chief Financial Officer Ed

Oliphant and CEO Bland gave an update on the status of the FY2020 Proposed Budget,

and there was general discussion with respect to “principles” that we should prioritize

as an organization with respect to any fare increase or service reduction if these

become necessary. Examples of such principles could be:

Preserve service quality (frequency and span) on those high performance routes

that carry the majority of our customers.

Reduce or eliminate redundant services where transit alternatives exist within

reasonable walking distance.

Eliminate extremely underperforming routes in terms of ridership or subsidy

per rider.

Assure that any reductions are applied in a geographically equitable manner.

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Assure that any changes do not disproportionately impact disadvantaged

populations and/or neighborhoods.

Reduce frequency and/or span on routes where service is above standard for the

type of route but ridership/productivity is below standard.

Where there are compelling reasons to completely eliminate service from an

area, make every effort to assist individuals in that area whom have no

alternative transportation in identifying options.

VI. Chair’s Report: Chair Williams congratulated Ms. Leibowitz and the work that she’s done

with the Oasis Youth Team. She spoke of the youth being our future and how they are building

a great infrastructure to help us as we go out and get pubic engagement. They are wonderful,

bright and a good example of what our schools are doing for our students and how the students

are helping our city.

She stated, in looking at the reports, we have a lot of work ahead of us, but we have very

skilled professionals here to help us get to the next level; and as always, she appreciates the

public comments because they help us to think differently, and it helps us be better and do

better.

VII. CEO’s Report: CEO Bland reported the following to the Board:

He called everyone’s attention to pages 15 and 16 in the committee packet which listed

significant upcoming procurements. Going forward, this information will be included

in each month’s packet, and he asked that they take a look and let us know if they are

aware of any supplies of the particular goods and services that we should reach out to.

In particular, three of the four upcoming procurements are for construction services,

and we’d like to do all we can to assure multiple responsive bids on these projects.

We continue to advance the Clarksville Pike/North Nashville Transit Center project,

with most focus now on property negotiations. We did receive good news this week in

that the United States Department of Transportation (USDOT) has determined that the

project qualifies for a categorical exclusion in terms of environmental impact due to

size and nature. In discussing this project with Metro, we will also be preparing an

application under the USDOT Build Act program for Federal discretionary funds.

Not just at WeGo, but around the city, attention has been focused on the NFL Draft.

An estimated 300,000 visitors are expected to attend the festivities. In combination

with Saturday’s marathon, this means that essentially all of our service is experiencing

detours, delays, and other challenges. Our Operations, Customer Care, and Marketing

teams in particular have been doing outstanding work in terms of planning for minute-

to-minute service changes and communicating these changes to our customers as

quickly as we receive information about changes in traffic patterns. We appreciate the

patience of our customers this week, and we do expect to see a negative ridership

impact as many folks decided to work remotely.

Much of this month has been focused on continuing budget preparations and

contingency planning. As you know from our discussions over the past few months, we

are currently facing an $8.7 million operating budget deficit to sustain current service

and fare levels next year. We are seeking significant increases in funding from Metro,

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as well as a flexing of Federal funds from the Nashville Area Metropolitan Planning

Organization (MPO) to address this gap. We will likely know the status of Metro

funding next week when the Mayor submits his budget proposal to Council, but we

will not know the status of flex funding until June during the next scheduled cycle of

the MPO decision making process. As such, we will need to plan for “what if”

scenarios if additional requested funding does not materialize in full or in part. Given

competing spending priorities at both sources, this is a very real possibility. A deficit of

this magnitude would require a combination of service hour reductions and fare

increases to be implemented as quickly as practical, following a public hearing process.

Your discussion of policy principles staff should apply in addressing these issues was

extremely helpful in this regard. As such, we will come back to you next month with

more specific options to be considered for public hearing as we will know more about

the Metro and flex budgets. Our scheduled budget hearing before Metro Council will

be on May 15 at 5:15 p.m. in Council Chambers.

Renovations of the Nestor facility continue on schedule, with most work moving to the

second floor. Later this summer when work is substantially complete, we will plan a

Board field trip to the facility for an update.

Last week, the Urban Land Institute was in Nashville for their spring conference. As

part of the event, he participated in a panel discussion with Michael Skipper from

GNRC, Pete Wooten from the Transit Alliance Board and Mayors Hutto of Wilson

County and Moore of Franklin on regional transit initiatives and “lessons learned”

from last year’s ballot initiative.

He attended the annual CEO Seminar of the American Public Transportation

Association in Chicago. Apart from general networking, specific topics addressed

many of the issues we’re addressing including partnerships to address homelessness,

working with transportation network companies (TNC’s) and the entire Mobility as a

Service landscape, Transit Asset Management and System Safety Plans. In addition,

we had the opportunity to discuss upcoming Federal Transportation Reauthorization

priorities and to discuss issues of mutual interest with the Acting Federal Transit

Administrator.

RTA Items:

o The first round of public engagement on the South Corridor Study begins next

week in Maury County. This study will examine mobility options in the Maury-

Williamson-Davidson County corridor roughly parallel to I-65.

o Staff has continued to work with the Office of State Comptroller as their

auditors have initiated RTA’s performance audit in advance of the expiration of

its enabling legislation next year. We understand that they are wrapping up their

work and will have a draft report to us in the next two months.

o Work is progressing on rebuilding the first of four locomotives on the Music

City Star. This overall project will take about two years.

VIII. Other Business: There was no other business to come before the Board.

IX. Adjournment: The meeting was adjourned at 3:37 p.m.

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Nashville Metropolitan Transit Authority of Nashville & Davidson County, Tennessee

Board Action Item

Item Number: M-A-19-015 Meeting Date: 05/23/19

Item Title: Authorization to Take a Series of Fare Increase and Service Reduction/Adjustment Proposals to Public Hearing Prior to Final Consideration by the Nashville MTA Board

BACKGROUND:

As discussed in previous Board meetings, the Nashville Metropolitan Transit Authority (Nashville MTA) is

facing an $8.7 million operating budget deficit for its fiscal year that begins on July 1, 2020. This is a structural

deficit brought about by (1) a reduction in State directed funding under the prior Tennessee Department of

Transportation (TDOT) Administration last year of approximately $3.8 million, and (2) three consecutive years

of zero growth in our subsidy from the Metropolitan Government of Nashville and Davidson County (Metro).

Metro funding makes up approximately 58% of our total operating budget. Given that Nashville remains one of

only three cities among the top 40 in population without a dedicated and reliable transit funding source, we

must continue to compete for Metro funding among many other worthy priorities. This issue will continue until

the dedicated funding question is resolved.

Last year, we were able to balance the budget without impact on customers through a reduction in

administrative expenses of $600,000. Now, approximately 87% of our operating budget is devoted directly to

the operation of transit service – fixed-route bus, paratransit, and the maintenance of our rolling stock and

other fixed assets. A deficit of $8.7 million represents more than 10% of our total operating budget. As such, it

will be impossible (barring an infusion of new outside resources) to balance next year’s budget without some

combination of fare increases and/or service reductions.

In developing these recommendations, staff has attempted to apply the following criteria as discussed with the

Board in prior public meetings (in no particular order):

a. Assuring social equity in any fare or service change;

b. Advancing simplicity, equity, and administrative efficiency goals in fare structure and levels;

c. Preserving service quality on routes that carry the overwhelming majority of customers;

d. Focusing on reducing or eliminating redundant services;

e. Eliminating extremely underperforming services in terms of ridership;

f. Applying reductions in a geographically equitable manner;

g. Adhering to sound service design principles as are being advanced in our network redesign

project, to assure that our system can be even more effective when we are in a position to add

back service hours; and,

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h. Where service must be completely eliminated, making efforts to work individually with anyone

who is truly transit dependent and who may have no remaining alternative in an effort to identify

other options. However, we must recognize that this will not be possible in all cases.

In developing the service proposals, staff is, in many cases, recommending a restructuring of some routes

rather than a simple reduction or elimination. The intent is to both reduce the negative impact of service hour

reductions and to implement the principles of the Better Bus project. This will, however, create some confusion

as many people will be required to become acquainted with a new route, route structure, or travel pattern. As

such, extensive communication about the specifics of changes will be absolutely essential.

You will see that the recommendations for service reductions and restructuring are extensive. However, it is

extremely important to note that approximately 78% of our existing fixed-route riders will see little to no change

in their service, and approximately 98% will have access to alternate services (either through recommended

restructuring or availability of other bus routes in close proximity to their current boarding location). While

regrettable, the percentage of existing customers who will completely lose access to fixed-route service is

approximately 2%. When you include WeGo Access and Access-on-Demand customers in this equation, 80%

of current customers see little or no change, 97% have access to alternate service, and 3% lose access to

service.

It is particularly important to note that these service reductions can be accommodated through normal

attrition and leaving open positions unfilled. There will be no layoffs or other “forced” reduction in

personnel as a result of these recommendations.

Finally, in addition to the fare and service proposals, staff is recommending that we advance the Access-on-

Demand pilot program to become a permanent part of the WeGo Access system. During the demonstration

period, we have experienced a high level of customer satisfaction with this program, and cost of the program is

essentially the same as standard WeGo Access service when factoring the premium fare charged.

Apart from being sound business practice and consistent with our culture of transparency, a public hearing

process is required by the Federal Transit Administration (FTA) prior to the enactment of any fare or major

service change.

If this action is approved by the Board, hearings will be held in late May through mid-June, with final

recommendations brought back to the Board for final action (along with the proposed FY2019-2020 operating

budget) at the regular June meeting. If final approval is obtained in June, fare changes would take effect on or

about August 1, 2019 and service changes on or about September 29, 2019.

Proposed Major Service Changes

The Nashville MTA is proposing numerous service changes, reductions, eliminations and overall route

restructuring for Fall 2019. In addition to service hour reductions required by the pending structural budget

deficit, staff has endeavored (wherever possible) to restructure remaining services to help support riders

displaced by route discontinuations and propose adjustments that adhere to proper design principles as

defined in the Better Bus route restructuring project.

Minor timing adjustments to several routes are also recommended in the fall based on review of recent

automatic vehicle location (AVL) data in order to enhance on-time performance.

Route/Proposed Change Rationale Other Options Available

Route Eliminations and Reductions

Eliminate Route 1 – 100 Oaks in its entirety

1. Very low ridership (0.2% of current ridership)

2. Low productivity (11.3

Redesigned Route 21 – University Connector will provide all-day service to busiest stops (Vine Hill

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Route/Proposed Change Rationale Other Options Available

passengers per hour 3. Ridership trending down-

ward 4. Segments of route

redundant with other services

Towers and 100 Oaks). Adjacent routes 8 – 8th Avenue South and 52 – Nolensville Pike also provide all-day service for some segments of route.

Eliminate Route 2 – Belmont in its entirety

1. Most segments redundant with other services (7, 8, 17, and 25)

2. 87% of all riders within ¼ mile of alternate service in a relatively walkable neighborhood

3. Low productivity (11.2 passengers per hour)

4. Low ridership (0.5% of total riders)

5. Ridership trending downward

6. Relatively high neighborhood income demographic

7. Belmont University served by other routes

All-day service available on adjacent routes 7 – Hillsboro, 8 – 8th Avenue South, and 17 – 12th Avenue South. Re-routed Route 7 – Hillsboro will provide all day service to Abbott Martin Kroger. Pedestrian infrastructure exists in this neighborhood.

Eliminate service on Marriott loop segment on Route 18 – Airport/ Downtown

1. Extremely low ridership (<6 daily)

2. Adds significant travel time for other customers

3. Will improve on-time performance

Eliminate Route 20 – Scott in its entirety

1. Most segments redundant with other services (4, 26/56)

2. 86% of current riders within ¼ mile of alternate service

3. Low productivity (9.1 riders per hour)

4. Low ridership (0.7% of total riders

5. Trend of declining ridership 6. Significant ridership

generated by East Nashville Magnet School will be sustained through supplemental “tripper” service

7. Neighborhood demographics trending higher income

Routes 26/56 – Gallatin Corridor and Route 4 – Shelby Route 4 – Shelby proposed for re-alignment to improve access for displaced Route 20 – Scott riders.

Eliminate Sunday service on Route 21 – University Connector Re-route to serve portions of discontinued Route 1 – 100 Oaks

1. Extremely low productivity (4.2 passengers per hour)

2. Re-routed portions will serve customers on some discontinued portions of Route 1 – 100 Oaks

Re-routed routes 7 – Hillsboro and 25 – Midtown will maintain service to busiest destinations on route. Discontinued portion of route runs between routes 7 – Hillsboro and 17 – 12th Avenue South, both of

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Route/Proposed Change Rationale Other Options Available

3. With Route 25 – Midtown, re-route will maintain transfer connections while removing the least productive segments of the route and creating a new connection to 100 Oaks

which have all-day service.

Eliminate Sunday service on Route 25 – Midtown Re-route to eliminate downtown segment, creating a pure crosstown route

1. Very low productivity (8.9 passengers per hour)

2. Removing downtown segment will improve on-time performance and overall reliability

3. Creates a new connection from Cumberland View to Midtown area

4. Maintains connection from Murfreesboro Pike to Midtown

99% of current passengers will be served by new alignment or other existing routes. The remainder is within ¼ mile of other existing service.

Eliminate Route 27 – Old Hickory in its entirety

1. Extremely low productivity (6.9 passengers per hour)

2. Extremely low ridership (0.2% of total)

70% of current boardings take place at locations served by other routes

Eliminate midday trip on Route 33X – Hickory Hollow/Lenox Express

1. Extremely low ridership (<10 boardings per day)

2. Would be consistent with other express routes

Some passengers would have access to routes 52 – Nolensville Pike or 55 – Murfreesboro Pike

Eliminate Route 36X – Madison Express in its entirety

1. Extremely low productivity (<7.3 passengers per hour)

2. Extremely low ridership (<0.2% of total riders)

3. 75% of boardings occur on segments served by other routes (26, 56, 76)

4. Alternate park-and-ride express service available at nearby Rivergate Express

5. Specifically funded with dollars since discontinued by TDOT

75% of current boardings are within ¼ mile of other services

Eliminate Route 37X – Tusculum/McMurray Express in its entirety

1. Extremely low ridership (0.1% of total riders)

2. Very low productivity (6.8 passengers per hour)

Other than park-and-ride users, no viable options

Eliminate Route 44 – WeGo Shuttle in its entirety

1. Lowest ridership route in the system (0.02% of total ridership)

2. Primarily used by WeGo employees traveling from Nestor to Central

Route 6 – Lebanon Pike serves all locations on route except Nestor Operating facility

Eliminate downtown segment of Route 60 – Music City Blue Circuit (below Central) Retain North Nashville/Jefferson

1. Numerous other routes traverse downtown Nashville

2. Constant street closures for construction and special

100% of current boardings will be served by other routes, or reinstated 29 – Jefferson route

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Route/Proposed Change Rationale Other Options Available

Street/Tennessee State University segment as the prior Route 29 – Jefferson with normal system fares

events render service extremely unreliable and unpredictable

3. Along with the Green Circuit, consumes approximately 40,000 service hours per year (approximately $4.5 million)

4. Relatively high usage by tourists

5. Generates no income

Eliminate Route 61 – Music City Green Circuit in its entirety

1. Duplicates service to the Gulch available on Route 17 – 12th Avenue South

2. Constant street closures for construction and special events render service extremely unreliable and unpredictable

3. Along with the Green Circuit, consumes approximately 40,000 service hours per year (approximately $4.5 million)

4. Relatively high usage by tourists

5. Generates no income 6. Very low productivity (8.6

passengers per hour) 7. Trend of declining ridership 8. Neighborhood

demographics trend toward higher income

9. Low ridership (1.2% of total)

Route 17 – 12th Avenue South provides direct connections between the Gulch and Downtown Multiple routes serve the area between Central and Demonbreun 100% of current boardings served by alternate routes

Reduce peak frequency and eliminate Sunday service on Route 72 – Edmondson/Grassmere Connector

1. Extremely low ridership during affected hours (<10 daily boardings)

2. Extremely low productivity on Sunday (3.2 passengers per hour)

3. Extremely low productivity overall (3.5 passengers per hour)

None during affected hours

Eliminate midday service on Route 77 – Thompson Connector

1. Extremely low ridership during affected hours (<20 boardings)

Service still available at peak

Route Consolidations

Consolidate routes 28 – Meridian and 30 – McFerrin

1. Redundant service for significant portions of route with routes 26 and 56 – Gallatin Corridor and each other

2. Relatively low productivity (13.5 passengers per hour

81% of current boardings will be along consolidated route or have access to alternate service with ¼ mile.

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Route/Proposed Change Rationale Other Options Available

Meridian/12.4 McFerrin) 3. Low ridership – combined,

both carry 2% of current riders

4. Both trending down in ridership

5. 81% of current boardings within ¼ mile of restructured or alternate service

6. Decent pedestrian infrastructure in neighborhood

Consolidate BRT lite and Local services on the Charlotte (Routes 10, 50), Murfreesboro (Routes 15, 55), and Gallatin (Routes 26, 56) Corridors Rebrand as WeGo Rapid

1. No discernible perceptual difference in quality – passengers tend to take next bus

2. Variable running times create inconsistent frequency – buses follow one behind the other, then long gaps

3. Can be confusing to customers as to where each route stops

4. Will require additional shelter installations

5. Would replicate the highly successful Nolensville service model

Stop spacing would be adjusted (longer than local/shorter than BRT lite) in a manner that 95% of existing customers would board within <¼ mile of their current location.

Services Proposed for Significant Realignment to Mitigate Other Reductions

Re-route Route 4 – Shelby 1. Service currently alternates between two alignments within ½ mile of each other – Rosebank and Porter

2. 93% of current boardings within ¼ mile of restructured route

3. Single alignment provides simpler and more consistent service

4. Will provide additional service to persons displaced by elimination of Route 20 – Scott

93% remain on or within ¼ mile of service

Re-align Route 8 – 8th Avenue South and Route 17 – 12th Avenue South

1. Current service includes redundant segments

2. Less than ½ of 1% of current boardings will be outside ¼ mile from re-aligned service

3. Reduces resources required to maintain current service levels in the future

4. Supports future extension

Although certain trip patterns will be altered, a large majority of current customers will maintain service on one of these realigned routes.

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Route/Proposed Change Rationale Other Options Available

of Route 17 – 12th Avenue South to Hillsboro Transit Center

5. Complements proposed changes to routes 1 – 100 Oaks, 21 – University Connector, and 25 –Midtown (retaining service from Edgehill to 100 Oaks)

Convert Route 33X – Hickory Hollow/Lenox Express from Express to Neighborhood Feeder

1. Extremely low ridership (0.4% of total)

2. Ridership trending down 3. Express service from

Hickory Hollow is redundant 4. Takes advantage of

existing capacity on Murfreesboro and Nolensville Pikes

5. Removing service from I-24 will improve reliability and on-time performance

All current boardings would be served by the new alignment and routes 52 – Nolensville Pike or 55 – Murfreesboro Pike.

Combine Neely’s Bend and Anderson Lane loops on Route 76 – Madison Connector

1. Makes service easier to understand than current alternating service patterns

2. 97% of current riders within ¼ mile of realigned route

3. Will improve both frequency and on-time performance with more Operator recovery time

4. Increased frequency improves transfer options/ reliability to and from Gallatin Pike service

97% of current riders within ¼ mile of adjusted service and 100% within ½ mile

WeGo Access

WeGo Access – Sustain current service characteristics in terms of coverage, service hours and other policies. Implement fare increase in conjunction with other fare actions.

1. Provides county-wide coverage

2. Serves many of the most vulnerable citizens in our community

3. Although WeGo Access is very low productivity and high cost service, it provides service to every portion of Davidson County and primarily serves persons with disabilities who cannot utilize other services.

4. For persons with disabilities who may be displaced by fixed route service reductions and/or restructuring, WeGo Access will provide an

N/A

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Route/Proposed Change Rationale Other Options Available

alternate method of mobility

WeGo Access on Demand – Make this service (currently running as a pilot) permanent Reduce trip mileage before surcharge takes effect from 16 miles to 14 miles Implement fare increase in conjunction with other fare actions

1. Subsidy per rider has been consistent with other WeGo Access services, as slightly higher per trip costs have been offset by higher income from its premium fare structure.

2. Very popular with customers – Access on Demand trips now make up approximately 13% of total WeGo Access ridership.

3. Can serve as an alternative for some people displaced by other service reductions

N/A

Staff has attempted to develop these recommendations to minimize the complete elimination of service to the

largest number of current riders possible and to minimize disruptions to the largest numbers of customers

possible. With that said, there will be certain individuals without viable options with the implementation of these

changes. Where possible (and specifically in the case of persons with disabilities) every effort will be made to

provide WeGo Access services to these individuals, and to work with other community organizations in an

effort to identify potential alternatives. Quite a few current customers will see significant changes in how they

will need to use our system (longer walks, different routing, additional transfers, for instance). In no way are

these recommendations intended to convey a sense that there will not be disruptions to individuals. However,

every attempt was made to minimize disruptions to the most people possible, and to provide some level of

service to the largest number of people possible. Proposed changes will also position WeGo Public Transit to

offer a more effective route network as additional service hours are added in the future.

Proposed Fare Level Changes

The table below lists all current fare products and associated values along with the proposed increase in the

far right column. Anticipated additional annual revenues are noted at the bottom of the table. This represents

the first fare increase for the Nashville MTA since 2012.

Fare Product Current $1.85 Base

1-RIDE ADULT $1.70 $1.85

1-RIDE YOUTH $1.00 $1.00

1-RIDE DISCOUNT (DISABILITIES/SENIORS) $0.85 $0.90

1-RIDE ACCESS $3.40 $3.70

1-RIDE ACCESS ON DEMAND1 $6.00 $6.50

ALL-DAY PASS $3.25 $3.50

ALL-DAY YOUTH PASS $2.25 $2.25

ALL-DAY DISCOUNT PASS $2.00 $2.25

7-DAY PASS $16.00 $17.50

7-DAY YOUTH PASS $10.00 $10.00

20-RIDE $32.00 $35.00

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Fare Product Current $1.85 Base

20-RIDE DISCOUNTED $17.00 $18.50

31-DAY PASS $55.00 $60.00

31-DAY YOUTH PASS $38.00 $38.00

31-DAY DISCOUNTED PASS $29.00 $32.00

Annual Revenue Increase N/A $ 270,000.00 1 – For Access on Demand, the maximum trip distance covered by the base fare will be reduced

from 16 miles to 14 miles. Longer trips will require a $1.00 per mile surcharge.

Proposed Fare Policy Changes

WeGo Public Transit staff recommends two fare policy changes go into effect on August 1 along with fare level

changes:

1. Discontinue the issuance of change cards on all vehicles

a. The increased revenue from overpayments depends on selected fare values and impact on

customer behavior, but is estimated to be approximately $100,000. Additional savings may be

realized through reduced equipment wear and tear and card restocking. Very few transit

agencies in North America issue change. This will also serve to speed up the boarding process

and will be necessary as we phase out magnetic products.

2. Discontinue the acceptance of pennies on all vehicles

a. No direct revenue impact is expected from this change, but the change will reduce average

boarding times, speeding up service. Neither the current nor proposed fare structures require

pennies for payment of any fare product.

Future Fare Policy Changes Following Completion of Account-Based Fare System and Development of

Comprehensive Retail Distribution Network

The changes listed below are not proposed to take effect on August 1, but are recommended for adoption in

conjunction with completion of the new fare collection system. They follow previous direction provided by the

Board relative to the implementation of our modern, account-based fare collection system. Given the lead time

for equipment acquisition and design, the elimination of magnetic fare media is recommended after full

transition to the new smart media system. Magnetic media slow down boarding time, are prone to system

failure, and detract from revenue yield. With an expanded distribution network for smart media, availability of

mobile payment options, and a sufficient transition period before phase-out, this transition should be smooth

for most customers. These policy changes are approximately revenue-neutral overall, but are contingent on the

implementation of the new fare collection system and establishment of the associated third-party retail

distribution network. Supplemental hearings and Board actions will occur closer to the implementation date.

Item Recommendation

Transfers Replace onboard paper/magnetic transfer tickets with automated transfers on smart media. Transfers would be in the form of a two-hour pass automatically activated when smart media is used on a bus.

Onboard Sale of Passes

Cash will continue to be accepted on board vehicles as an accepted fare payment for a single ride. In order to speed the boarding process, no fare media will be sold on board vehicles.

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Item Recommendation

Magnetic Media Phase out magnetic media once the new system is implemented and all existing products are supported.

Existing Products Support all existing fare products on the new fare system (i.e.: period and multi-trip passes and tickets).

Stored Value Introduce Stored Value on transit accounts. Stored Value allows customer to add cash to their accounts in increments of their choice, rather than having to purchase specifically priced products.

Reduced Fare Media

After application process, issue reduced fare (senior/ADA and youth) cards (or register virtual/mobile cards as reduced cards) at WeGo Central ticket window. Require all reduced fare products be purchased/loaded to a qualifying reduced fare card/account. Currently, only customers requesting a discount fare on the basis of disability are required to go through an application process.

Support Third-Party Payment

Systems

Design the system to be capable of accepting payment through widely available third-party payments systems, such as ApplePay, Google Wallet, etc.

Proposed Public Involvement WeGo staff plans to hold multiple public meetings in late May and early June and a single open house format

public hearing in early June as indicated in the table below. Staff will present the proposed fare and service

changes to the public at these meetings, answer questions, and receive comments for the official record. The

public will have further opportunity to comment on the proposed changes directly to the Board during the

formal comment period of the June Board Meeting. The June Board meeting will be held at a larger facility

(accessible via public transit) in order to accommodate a larger than usual audience.

Month Date Location Outreach Type Fare | Routes

Focus (All changes

available to discuss) May 23 WeGo Central Board Meeting

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Nestor | Digital Internal messaging

Central | Digital External messaging

In Home Access on Demand

30 Madison Library Community meeting (5 -7 p.m.) Fare, 26, 36, 56, 76

31 Onboard buses Onboard buses (a.m. only) Fare, 1, 2, 27

June 3 Onboard buses Onboard buses (p.m. only) Fare, 1, 2, 27

4

Southeast Community Center

Community meeting (5-7 p.m.) Fare, 15, 33, 37, 55

Onboard buses Onboard Fare, 1, 2, 27

5 East Park Community meeting (5-7 p.m.) Fare, 4, 20, 28, 30

6 Hadley Park Regional Center

Community meeting (5-7 p.m.) Fare, 21, 60

10 WeGo Central Community meeting (5 -7 p.m.) Fare, 2, 21, 25, AOD

11 Lentz Public Health

Community meeting (5-7 p.m.) Fare, 10, 50

12 WeGo Central Public Hearing (10 a.m. – 6 p.m.)

27 TBD Board Meeting

August 1

Fare Increases & Policy Changes

September 29

Service Changes & AOD

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All meetings will be advertised in local newspapers, on the WeGo website, and on social media. A copy of the

PowerPoint presentation will be posted on the WeGo website. WeGo will engage with riders at WeGo Central

and on affected routes prior to the public meetings to provide notice of meetings and to receive comments in

person. The public will also be encouraged to email, call, fax or mail their comments to WeGo.

It is anticipated that final recommendations and public comments will be presented for final review and

approval of the proposed fare and service changes at the June 2019 Nashville MTA Board Meeting. This

presentation will include a summary of comments received, and any resulting alterations to the final

recommendation resulting from the comment period.

RECOMMENDATION:

The New Initiative & Community Engagement Committee recommends to the Board to approve this package to

be released for public comment only – final action on fare and service changes would occur at your June

meeting.

APPROVED:

______________________________________ ___________________________

Board Secretary Date

May 23, 2019

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